This document provides revised guidelines for appointing and promoting teaching, related teaching, and non-teaching positions within the Department of Education. It outlines a scoring system used by selection boards to evaluate candidates based on criteria like performance, experience, accomplishments, education, potential, and psychosocial attributes. Points are assigned for sub-items within each criterion, such as level of education attained, publications, training experience, and demonstrated leadership abilities. The goal is to achieve principles of merit, fitness, objectivity and uniformity in evaluating personnel for promotion.
This document provides revised guidelines for appointing and promoting teaching, related teaching, and non-teaching positions within the Department of Education. It outlines a scoring system used by selection boards to evaluate candidates based on criteria like performance, experience, accomplishments, education, potential, and psychosocial attributes. Points are assigned for sub-items within each criterion, such as level of education attained, publications, training experience, and demonstrated leadership abilities. The goal is to achieve principles of merit, fitness, objectivity and uniformity in evaluating personnel for promotion.
This document provides revised guidelines for appointing and promoting teaching, related teaching, and non-teaching positions within the Department of Education. It outlines a scoring system used by selection boards to evaluate candidates based on criteria like performance, experience, accomplishments, education, potential, and psychosocial attributes. Points are assigned for sub-items within each criterion, such as level of education attained, publications, training experience, and demonstrated leadership abilities. The goal is to achieve principles of merit, fitness, objectivity and uniformity in evaluating personnel for promotion.
This document provides revised guidelines for appointing and promoting teaching, related teaching, and non-teaching positions within the Department of Education. It outlines a scoring system used by selection boards to evaluate candidates based on criteria like performance, experience, accomplishments, education, potential, and psychosocial attributes. Points are assigned for sub-items within each criterion, such as level of education attained, publications, training experience, and demonstrated leadership abilities. The goal is to achieve principles of merit, fitness, objectivity and uniformity in evaluating personnel for promotion.
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DepEd Order No. 66, s.
2007
Revised Guidelines on the Appointment and Promotion of Other Teaching, Related Teaching and Non- Teaching Positions
To: Undersecretaries Assistant Secretaries Bureau/Regional Directors Schools Division Superintendents Public Elementary and Secondary School Heads
1. The Guidelines on the Appointment and Promotion of Other Teaching, Related Teaching and Non- Teaching Positions were promulgated under DepED Order No. 54, series of 1993 entitled “The DECS System of Ranking Positions and Employees”. 2. To further achieve the principles of merit and fitness; objectivity and uniformity in evaluation; and strengthening of the selection process for other teaching, related teaching and non-teaching personnel in the Department, significant revisions are hereby adopted. 3. Immediate dissemination of and compliance with this Order is directed.
JESLI A. LAPUS Secretary
III. COMPUTATION OF POINTS
The Personnel Selection Board / Committee (PSB/C) shall evaluate the candidates for promotion using the table as indicated for specific positions and assign points for the sub-items under a particular criterion. Such point assignments indicated in “Annex A” shall be uniformly applied and implemented for all promotions in the Central, Region and Division offices.
A. Performance Rating The performance rating of the candidate for the last three (3) rating periods prior to screening should be at least Very Satisfactory. B. Experience Experience must be relevant to the duties and functions of the position to be filled.
C. Outstanding Accomplishments a. Outstanding Employee Award
Awardee in the school
Nomination in the division/awardee in the district Nomination in the region/awardee in the division Nomination in the Department/awardee in the region National awardee
b. Innovations
Innovative work plan properly documented, approved by immediate chief and attested by authorized regional/division official:
Conceptualized Started the implementation Fully implemented in the school Adopted in the district Adopted in the division
c. Research and Development Projects
Action research conducted in the school level
Action research conducted in the district level Action research conducted in the division level d. Publication/Authorship
Articles published in a journal/newspaper/magazine of wide circulation
Co-authorship of a book (shall be divided by the number of authors) Sole authorship of a book
e. Consultant/Resource Speaker in Trainings/Seminars/
Workshops/Symposia District level Division level Regional level National level International level D. EDUCATION AND TRAINING
a. Education Complete Academic Requirements for Master’s Degree Master’s Degree Complete Academic Requirements for Doctoral Degree Doctoral Degree
b. Training Participant in a specialized training e.g. Scholarship Programs, Short Courses, Study Grants Participant in three (3) or more training activities in each level conducted for at least three (3) days not credited during the last promotions:
District Level Division Level Regional Level Participant in one (1) training conducted for at least three (3) days not credited during the last promotions: National Level International Level Chair/Co-chair in a technical/planning committee
District Level Division Level Regional Level National Level International Level
E. Potential This refers to the capacity and ability of a candidate to assume the duties of the position to be filled up and those of higher level.
The Personnel Selection Board/Committee (PSB/C) shall determine the potentials of the candidate based on each of the following components: 1. Communication Skills Speaks and writes effectively in Filipino and English. 2. Ability to Present Ideas Presents well-organized and precise ideas with marked command of the language used. 3. Alertness Manifests presence of mind and awareness of the environment. 4. Judgment Demonstrates sound judgment. 5. Leadership Ability Influences others to do the tasks for him.
F. Psychosocial Attributes and Personality Traits
This factor includes human relations, stress tolerance and decisiveness, which would indicate the capability of the candidate to be assets to the entire service system and utilize his/her talents and expertise to the maximum.
a. Human Relations
1. Adjusts to the variety of personalities, ranks and informal groups present in the organization 2. Internalizes work changes with ease and vigor 3. Accepts constructive criticisms objectively whether from his subordinates, peers or superiors 4. Observes proper decorum in relating with superiors and peers 5. Takes the initiative to organize work groups, adopt procedures and standards in his own level
b. Decisiveness 1. Thinks logically and acts accordingly 2. Considers alternatives and recommends solutions when faced with problem situations 3. Gives convincing recommendations and suggestions 4. Acts quickly and makes the best decision possible 5. Exercises flexibility
c. Stress Tolerance
1. Exercises high degree of tolerance for tension resulting from increasing volume of work, organizational change, environmental conflicts, etc. 2. Uses coping mechanisms to handle creatively tensions resulting from one’s work. 3. Controls negative manifestations of emotions. 4. Performs satisfactorily his duties and functions in a tension-laden situation. 5. Channels negative emotions to positive and constructive endeavors.
